Basically, this is just a valuation question.
My suggestion to crack is just to find all the streams of profits (both revenues and costs) arising from the golf course in one standard year (check for any particular flutuations year on year to guarantee you use a steady state in your final valuation; if it's not, control for it).
Additionally, brainstorm on some additional sources of revenues/profits that might be possible to do with the course that are not being exploited in today's activity/previous numbers forecast.
Once you have all of your robust estimates, you just need to discount all the future expected profits into the present with the NPV (Net Present Value, ask for the appropriate discount factor!).
PS: I'm assuming the golf course already exists and it's already being explored by some company; if not, the major change is that you need to brainstorm from the beggining on what are the major buckets of potential revenues (renting it for stand alone practises, tournments, classes, support bar, etc) and costs (staff, equipment, maintenance of the place, etc)